Brainstorming and task performance in groups constrained by evidence

McGlynn, Richard P.; McGurk, Dennis; Effland, Vicki Sprague; Johll, Nancy L; Harding, Deborah

doi:10.1016/j.obhdp.2003.09.003

Cited by 50 publications

(33 citation statements)

References 34 publications

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“…Hence, our findings have contradicted an abundance of previous research [e.g. 16,[25][26][27][28][29][30][31] showing real groups to be inferior to nominal groups.…”

Section: Discussioncontrasting

confidence: 99%

“…Therefore, although we have shown that there is no statistically significant difference between the fluency of creativity when considering the effects of operational mechanisms in terms of individuals and groups, we have shown a significant change in the perform of real groups compared to previous research [e.g. 16,[25][26][27][28][29][30][31] and also shown real groups to be more effective during the design process compared to the nominal group compositions, when social influences upon creativity are controlled. Hence, our findings have contradicted an abundance of previous research [e.g.…”

Section: Discussioncontrasting

confidence: 74%

“…16,[25][26][27][28][29][30][31] over the years has explored how to reduce the impact of social influences upon creativity in collaborating groups -removing the factors of production blocking, evaluation apprehension and free riding. However, the findings of such research have only increased the effectiveness of real groups over nominal groups slightly in some conditions, while in many cases nominal groups continue to outperform real groups.…”

Section: Discussionmentioning

confidence: 99%

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The Effect of Operational Mechanisms on Creativity in Design

Warr

O’Neill

2005

Human-Computer Interaction - INTERACT 2005

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Abstract.Creativity is frequently referred to as an important dynamic of design. However, over 50 years of empirical research has suggested that social influences have a detrimental effect on creativity in collaborating groups. The results of this research indicate that design teams may not be as creative as they could be, resulting in a negative impact on the design process. In this paper we build upon previous research to identify what effect operational mechanisms have on creativity, in order to determine how best to support the creative process in design.

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“…Hence, our findings have contradicted an abundance of previous research [e.g. 16,[25][26][27][28][29][30][31] showing real groups to be inferior to nominal groups.…”

Section: Discussioncontrasting

confidence: 99%

Section: Discussioncontrasting

confidence: 74%

Section: Discussionmentioning

confidence: 99%

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The Effect of Operational Mechanisms on Creativity in Design

Warr

O’Neill

2005

Human-Computer Interaction - INTERACT 2005

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“…Divergent thinking, or the ability to generate a variety of differing ideas, opinions, or arguments, is an integral part of the creative problem-solving process for individuals and teams (Janis, 1982;Williams, 2004). Moreover, the link between divergent thinking and creativity has been demonstrated in a variety of contexts (Eisenberger, Armeli, & Pretz, 1998;McCrae, 1987;McGlynn, McGurck, Effland, Johll, & Harding, 2004). A reasonable inference from prior research is that organizations with norms for divergent thinking are more likely to inspire creativity in employees and in turn develop fruitful ways to transform crisis into opportunity than those organizations that emphasize more uniform perspectives and approaches to decision making.…”

Section: Establish Norms For Divergent Thinkingmentioning

confidence: 99%

Toward an Understanding of When Executives See Crisis as Opportunity

Brockner

James

2008

The Journal of Applied Behavioral Science

151

127

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Whereas it has long been noted that crises may be sources of opportunity for organizations and their constituents, relatively little is known about the conditions under which executives come to perceive crises as opportunity. The authors delineate some factors that affect the tendency of executives to adopt a "crisis as opportunity" mindset as well as the behavioral concomitants of their having done so. The analysis also includes a future research agenda, a consideration of some of the challenges in enacting that agenda, and a few suggested ways to overcome those challenges.

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“…In the creativity literature novelty is a core part of the process of creativity whereby individuals (e.g. Amabile, 1996) and groups (e.g., McGlynn, McGurk, Sprague Effland, Johll & Harding, 2004) endeavour to generate new ideas and options in pursuit of eventual solutions. As part of an outcome, novelty has been even more widely examined as a vital aspect of ideas, processes or products (e.g., Shalley, Zhou & Oldham, 2004).…”

Section: Novelty and Demand For Noveltymentioning

confidence: 99%

Innovators and Imitators in Novelty‐intensive Markets: A Research Agenda

Dewett

Williams

2007

Creat Innov Manage

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The phenomenon of demand for novelty is defined and explored as a unique and underexamined aspect of certain markets. Demand for novelty is the portion of demand not explained by practical utility or marketing effects -it is the demand for the new and unique. We explore markets characterized by high demand for novelty and how they differ from typical markets. Primarily, this involves the central role of novelty in the product or service value proposition as well as rapid growth rates and product or service obsolescence. Within this context, we consider the dynamics of innovating and imitating and suggest several ways that first mover competition is unique in markets with high demand for novelty. From the perspective of the knowledge-based theory of the firm, we consider the implications of organizational learning and knowledge and decision making as they relate to new product development routines, improvisation, and top management team decision making. We conclude by considering several avenues for future empirical research.

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Brainstorming and task performance in groups constrained by evidence

Cited by 50 publications

References 34 publications

The Effect of Operational Mechanisms on Creativity in Design

The Effect of Operational Mechanisms on Creativity in Design

Toward an Understanding of When Executives See Crisis as Opportunity

Innovators and Imitators in Novelty‐intensive Markets: A Research Agenda

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